As a manager, I’ve come to understand the saying “if you take pride in your work, you’ll never work a day in your life.” I take pride in mentoring my team to apply TQM processes and Oracle Fusion technology to real world problems, then celebrating their successes with them.
Huron Consulting Group
Bringing years of experience implementing Oracle Fusion and EBS in Supply Chains for drug product manufacturing supply chains, at Huron I am focused on inventory and procurement implementation projects for Healthcare and Hospital supply chains. It is always a fun challenge to consolidate multiple legacy systems into a single procurement platform, leveraging tools like APIs to streamline the data entry and workload for the teams who put patient care at the forefront of their mission.
The Hackett Group
As a Manager in The Hackett Group’s Oracle Cloud consulting branch, my day to day is putting years of practical and Oracle ERP experience to work for clients who are implementing Oracle Cloud Fusion ERP software in their supply chain and manufacturing facilities. My years of experience as an end user guiding on site implementations helps me to see the unique challenges that each client has, and address them with a detailed implementation plan.
Supply Chain includes the materials management, as well as long and short term scheduling and some aspects of customer order management. It starts with new product development projects which are nearing completion, and customer forecast for reorders.
We have a continued reliance on procurement and inventory management teams, but we add the complexity of mid and short term scheduling, which help executives take decisions based on cash flow and capacity constraints or excess, and guide the floor to minimize labor costs and downtime while producing more efficiently every week.
At this level, we are also guiding our factories in Germany, Poland and South Korea with the experience and processes we have put in place in Florida and the Dominican Republic. Implementing Oracle at each site allows a true global planning vision and unlocks efficiencies in every area.
My teams have implemented improved open order reporting and management to ensure we are communicating and resolving problems with vendors and customers. We have improved on time in full deliveries by 40% while implementing economic order quantity policies which have increased flexibility, allowing us to launch orders larger than a million pieces faster than our competition.
The Materials Planning position brings together three important teams that control all aspects of item management. Materials planning starts with item creation, where the Data Specialists collect details about the item to ensure it can be purchased and handled efficiently while keeping new product introduction on time.
Then, the procurement team takes over, determining the economic order quantity and grouping items appropriately to minimize inventory but supply orders on time. Weekly follow up comparing demand to estimated shipment dates keeps the supply chain moving even if details change after the initial purchase.
Finally, the inventory management team analyzes inventory values, movement and forecasts to help procurement, warehouse and finance stay aligned. Those three teams combined are vital to keeping the supply chain supplied, while keeping inventory levels low enough to allow for flexibility in a changing marketplace.
With a new inventory planning method for critical supplies, we have reduced workload while eliminating risk of stockouts, but also reduced excess inventory purchases and improved reliability of estimated arrival time data in the shared computer system.
Inventory management is a fascinating position that sits in between Finance, Planning, R&D, Customer Service, and Production. Every department has their own goals and focuses, which have to be taken into consideration.
Finance wants inventory to be low, and always moving. My teams have reduced the “in process” inventory by more than 50%, as well as reducing the risk of items becoming obsolete by more than 40%, by focusing on validation of new materials, lifecycle management of older ones, and transparent communication with suppliers and customers about ETAs.
Planning relies on accurate inventory, with sufficient safety stock for mishaps and forecasting for long lead time items. By implementing simple Standard Operating Procedures along with training and testing, and customizing the database management to reduce errors, with a strong cycle counting process, our inventory accuracy has quadrupled to over 99%. Safety stock levels are analyzed monthly to avoid shortages, and data collected from the floor guides my team to choose the proper scrap factors to keep costs low while protecting production. Utilizing forecast methods for long lead time items has kept our finished product lead times identical regardless of the supply lead time.
Customers also rely on accurate inventory when they supply components for production, and our improvements to production and inventory transactions has the same impact with customer inventory. We have consistently passed customer inventory audits at such a good level that they have made their other suppliers copy our processes!
My team also controls all aspects of item code data management, from item code creation to bill of materials. Creating a feedback loop from production to data entry clerks helped reduce data entry mistakes and empowered the data entry team to make better decisions and reduce the time it took to make BOM’s.
Additionally as a GMP Trainer, I train staff on the appropriate GMP measures they should employ on a daily basis, curated to their level of interaction with the cosmetic products.
From August of 2013 to February of 2014, I was an Investor Reporting Analyst at Ocwen. I really enjoyed the challenge of working with a small team in the US, a second small team in another state, and two large teams in India.
My team’s job was to keep an eye on thousands of bank accounts and investors, who were all due a monthly payment for a package of loans. I had to make sure they got the payments on time, which meant coordinating all of those teams and making sure no one made a mistake.
Of course, that’s too simple, so to complicate things, our other goal was merging the three team’s functions so more work could be done in one office, and the other teams could switch to other tasks.
And, every month the number of accounts was growing! I was motivated by working with the team to automate the quality checks, and analysis required, which allowed fewer people to oversee more work, and complete it with fewer mistakes. Investors were happy, and I was happy to have picked up a lot of skills in Microsoft Excel VBA. For example, I was able to reduce month end reporting from taking three people, three days, to a single person working for only a few hours.
Managing production at a rate of 1 million finished goods a week, in three shifts of production in four sub processes, is a constant challenge to maximize efficiency and quality while managing costs.
My team was able to adhere to the demanding quality and cost constraints while increasing throughput by 25%. They passed all FDA, customer and social responsibility audits with flying colors, while improving key performance indicators and rewriting Standard Operating Procedures.
While improving our TQM training, outside consultants around that my team exhibited twice as much participation as others, with 100% better communication resulting in 4 times more loyal employees and 6 times more efficiency. I was most proud of our measured 10 times more teamwork oriented problem solving as I enjoyed helping my team leaders implement TQM methodology on the production lines.
Any successful pricing system depends on accurate costing which assigns costs accurately and appropriately. I implemented a system which controlled expenses with a purchase approval system and labor expense control through KPI’s, overtime control, and proper payroll processing. With those tools, we reduced labor expense by 3%.
Improved process control on the production floor resulted in documented savings of over $1 Million. The key to success in the long term was Business Analysts in ever production unit mentored in TQM and Six Sigma statistical methods.
The Executives were able to monitor those improvements through the Monthly Operating Report I developed, and with the cost accounting methodology driven by data from Oracle and visible through Excel and daily pricing quotes.
Florida International University
University of Central Florida
Certifications, Awards and Articles
- Procurement Implementer 2021
- Inventory Implementer 2021
- Costing Implementer 2021
- Manufacturing Implementer 2020
R. Glenn Hubbard Student Research Award in Economics
This award was presented for economics research in the field of risk. The study involved over 200 surveys of two groups of people to test whether certified cave divers have a different perspective of the risk of their sport compared to non cave certified divers, and what decisions they make based on their risk perception. The study was groundbreaking and unique, built upon previous research in other fields, and hopes to save the lives of divers in caves.
SCUBA Diver Marketing: Analyzing Online and Physical Store Purchasing Attitudes
This study sought to analyze the diving industry, which requires some items to be purchased from a physical store due to their non-shippable nature, and their approach to dealing with online competition. It was aligned with similar research in other industries, and the insight should help brick and mortar stores find a way to coexist with online competition.
- FCC Licensed General Class Radio Operator KK4PWH
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- Outstanding Volunteer, NSS-CDS 2013